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This paper aims to address a central question in strategy: how do internal resources firms mediate the effect of the external resources on the firms' performance?

The research was conducted in a sample of 173 Spanish innovative firms located in the Valencia region. Following the literature, the growth of the firm has been used as the main performance indicator. The paper considers the application in this context of the particular and new analysis techniques to combine mediator and moderator effects.

The research shows firms with higher internal resources exploit better external resources. The results confirm that knowledge intensive business services providers, as a form of external resources, exercise a positive influence on innovative firms' performance through the mediating effect of firms' internal assets.

First, the study uses only two well‐known internal resources and capabilities indicators. Second, the paper applies a strict and simple measure to the growth of innovative firms. Third, another limitation of this research relates to the sample and population of companies.

The study shows that the partial mediating effect exercised by internal resources and capabilities on growth, becomes more intense when new firms benefit from cluster location.

This study represents a new step toward closing the analytical gap in the existing literature on the potential interactions between external resources and new firm's internal attributes, and their combined effects on performance.

The purpose of this paper is to investigate the effects of human resource (HR) and manufacturing plant information technology (MP-IT) resource on companies’ internal integration capabilities and how these resources/capabilities influence supplier integration.

Using data collected from 604 Chinese manufacturers, the authors empirically test the effects of different types of resources/capabilities on supplier integration.

The results show that HR has both direct and indirect effects on supplier integration through their effects on internal integration capabilities. MP-IT resource only has significant indirect effects on supplier integration through internal integration capabilities. The results also indicate that HR is more important than MP-IT resource in improving internal integration capabilities and supplier integration.

This study empirically investigates enablers of supplier integration in China, contributing to supply chain integration literature and practices.

This paper aims to explore the social entrepreneurs’ attention allocation and their resource action that lead to hybrid organization using the paradox theory. Paradox theory deepens understandings of the varied nature, dynamics and outcomes of entrepreneurial tensions. This study explores the systematic effects of internal and external attention on both economic and social performance.

First, theoretically, hypotheses linking different attention allocations to ambidextrous behavior and entrepreneurial performance were formulated. Subsequently, the empirical studies based on Chinese social entrepreneurship were conducted to test the hypotheses.

The study provides support to the hypotheses showing that external attention is linked to resource acquisition and social performance, while internal attention is linked to resource acquisition and strategic human resource management and thus these ambidextrous behaviors promote both social and economic performance. Furthermore, normal pressure moderates the relations between internal attention and strategic human resource management only.

The research measures entrepreneurs’ attention with questionnaire rather than psych test. Also, static data rather than longitudinal research is designed to test the hypotheses.

Deeper understanding of the attention of social entrepreneurs and resource action can help entrepreneurial outcomes and can potentially contribute to paradox and tension management by entrepreneurial practitioners in China.

Social entrepreneurs’ different attention allocation and related entrepreneurial ambidextrous behavior processes are linked to paradoxical thinking for the first time. The findings of this research can potentially enhance social entrepreneurship paradoxical thinking aimed at preventing mission drift.

This study examines factors that influence organizations’ choices of an internal human capital development strategy and an external human capital acquisition strategy. The human resource architecture indicates that organizations will use different human capital acquisition strategies. Following the resource-based view, human capital theory and the human resource architecture, we examine factors that impact the choices of different human capital acquisition strategies.

We examine these important human capital decisions in the context of Major League Soccer. Data to test the hypotheses were collected from a variety of publicly available sources. We tested the hypotheses with regression analyses.

We find that while organizations employ both internal and external human capital strategies, organizations may have one dominant human capital strategy and the other strategy may be used to supplement the human capital needs of organizations. Additionally, our results indicate that organizations with an older workforce tend to use an internal human capital development strategy, while higher performing organizations are less likely to use an internal human capital development strategy.

This study makes contributions by examining the choices between internal and external human capital strategies and factors that influence the choice of an internal or external human capital strategy.

Integrating relationship marketing and management research, the author explores internal selling (i.e., a salesperson’s internally focused efforts intended to identify, solicit, and use internal sales resources to support external selling activities) as a unique source of salespeople role stress and examine its contingent outcomes. The conceptual model suggests that internal selling as a job demand and stressor leads to increased salespeople role stress. However, a number of situational (i.e., selling organization market orientation, service climate, and seller–buyer relationship) and individual factors (i.e., networking ability and psychological capital of the salespeople) serve as job and personal resources to moderate the internal selling–outcome relationships, such that when such resources are adequate, internal selling will reduce role stress and increase sales performance. The author also examines situational (i.e., customer solutions offering and formalization of the selling organization) and individual (i.e., salespeople power and social status) antecedents of internal selling. The model provides useful insights and practical guidance for selling organizations to recognize mechanisms associated with internal selling in their organizations, and to intentionally design within organization support systems to enhance salespeople well being and enable them to participate effectively in the relational process of selling. The chapter stresses the need to develop context-specific stress models for different occupations and job roles.

Chinese firms were operating within a closed economic environment before the “opening up” in the late 1970s, but it has only been in the late 1990s that China has recognized the importance of innovation. The Chinese government has attempted to rectify this liability by providing funding to assist Chinese firms in developing innovation capability by increasing R&D collaborations and employing external experts. The purpose of this paper is to study the innovation of Chinese firms by examining how internal and external resources interactively impact the innovation capability.

Panel data collected from Chinese manufacturers are used to test the hypothesized relationships.

The results have shown that the interplay between internal and external resources exhibits differential patterns of impact on innovation capability. The authors discover different moderating patterns of the two types of external resources: visiting experts are helpful in enhancing the effects of internal human resources, while R&D collaborations are useful in exploiting internal financial and physical resources, even when the main effect of financial resources on innovation capability is not significant.

The study contributes to the literature by providing empirical evidences on the roles of absorbed external resources and knowledge to catalyze internal resources in building up innovation capability in an emerging economy.

Green innovation strategy is not only a new idea to achieve green development but also the inevitable choice for enterprises to upgrade. At present, the research on the driving forces of green innovation strategy mainly focus on direct impact of single factor, lacking the overall consideration of internal and external environment. At the same time, research on the contingency effect of top management’s environmental awareness is scarce. This paper aims to explore how external environment pressures (policy pressures and market pressures) and internal environment driving force (innovation resources and innovation capability) make enterprises to choose green innovation strategy with moderating effect of top management’s environmental awareness.

Based on the sample of 216 enterprises, this paper explores the relationship between policy pressure, market pressure, innovation resources, innovation capability and the green innovation strategy with moderating effect of top management’s environmental awareness from inside and outside driving angle.

The results of the hierarchical regression model show, first, the driving effect of factors in the external environment. The coercive policy has an inverted U-shaped impact on the green innovation strategy. The incentive policy and the market pressure both have a significant positive impact on the green innovation strategy. Second, the driving effect of factors in the internal environment. The innovation capability has a significant positive impact on the green innovation strategy. The innovation resources have no significant impact on the green innovation strategy. Third, the moderating effect of top management’s environmental awareness. The relationship between the green innovation strategy and the coercive policy is stronger when the top management’s environmental awareness higher. The relationship between the green innovation strategy and the market pressure is stronger when the top management’s environmental awareness higher. The relationship between the green innovation strategy and the innovation resources is stronger when the top management’s environmental awareness higher. Otherwise, the relationship between the green innovation strategy and the innovation capability is weaker when the top management’s environmental awareness higher. And there is no significant change about the relationship between the green innovation strategy and the incentive policy when the top management’s environmental awareness higher.

First, the authors have promoted the integrated research on the drivers of the enterprise’s green innovation strategy. From the perspective of internal and external environment driving forces, this paper analyzes the key factors influencing the decision-making of the green innovation strategy. Second, the study has contributed to the strategic choice theory. This paper studies the driving mechanism of the green innovation strategy from a new perspective of the strategic choice theory.

The purpose of this paper is to consider whether consumers can recover from a service failure by utilizing internal and external energy resources that are available to them at the time of an online complaint. Based on the Conservation of Resources (COR) theory, this research conceptualizes the complainers' act of complaining through internal and external energy resources. By investing (direct utilization of resources) and mobilizing (utilizing resources to change the trajectory of a loss) these resources, this study aims to understand which resources (internal or external) and what strategies (investment or mobilization) are effective in the face of a resource loss.

Study 1 aimed to test the impact of energy resources (motivation and affordance) on consumers' negative emotions and satisfaction with their complaints through an online panel survey. Study 2 was a between-subjects design experiment aimed to overcome the diversity of the circumstances around a service failure, complaint motivation and complaints that were captured in Study 1.

This study provides evidence of the negative and positive effects of internal and external energy resources, respectively, in altering the consumer's emotions and behavioral intentions. The findings of this study underline the role of affordances of features, specifically perceived conversationality of digital features, in improving consumers' relationship with the defaulting firm.

Based on the findings related to the perceived conversationality of digital features, managers are urged to explore the affordances of online features that consumers use for communications, in general, or for complaints, in particular.

To our understanding, this paper is the first study to employ COR theory as a conceptual background, and in turn, the first to conceptualize complaint motivations and online complaint features as internal and external resources, respectively. As such, this study is the first of its kind to examine complaint media systematically.

The purpose of this paper is to know that how group resources (internal and external) and the relationship quality among group members relate to group performance.

Given the normative nature of group performance, the study is carried out in a contrived environment. Participants were 204 master of business administration students who were allocated to 51 study groups. Data were collected in three waves and from two different sources, i.e., students and instructors. Data analysis was carried out by employing regression analysis and the bootstrapping procedure, i.e., PROCESS.

The results of this paper reveal that an individual-level internal resource, i.e. time, positively predicts group performance, while group-level internal resources, i.e., group composition and group members’ experience, negatively predict group performance. Both external resources (external communication and instructor’s support) are found to have a positive effect on group performance. The relationship quality among group members partially relates to group performance. Instructor’s support as an external resource is found to moderate the relationship between only two aspects of relationship quality and group performance.

This study provides guidance to group members as to how they can utilize internal and external group resources and their relationship quality for enhancing their group performance. Managers in varied organizations can also utilize the findings of this study.

This study is unique in that it offers a new insight into internal and external resources and relationship quality, that is, from the perspective of group performance. The group resources included in the study are rarely found in the existing literature.

This chapter presents an investigation of the relationship between psychological entitlement and stress. Empirical and conceptual evidence is considered suggesting that Conservation of Resources (COR) theory may apply differently to employees with a heightened sense of entitlement. Using attribution and COR theory, a conceptual framework is offered predicting that entitlement is positively associated with subjective stress, based on the logic that psychologically entitled employees develop unjustifiably inflated levels of self-evaluative internal coping resources such as self-esteem and self-efficacy that promote unmet expectations. It is also proposed that political skill and the ability to manage perceptions of competency may attenuate this relationship. The chapter concludes with a discussion of the challenges associated with managing psychologically entitled employees.